Voice of industry survey report may 2014

“The Future of Executive Coaching: Evolving Professional Practice” ‘VOICE OF INDUSTRY : SURVEY RESULTS’

8th

Chris Rew May 2014

Contents Page Notes on Material

3

List of Contributing Companies

4

Purpose, background, methodology

5

Analysis

6

Question 1 • • •

Results Summary Key Themes/Trends Text Comment

7 9 10

Question 2 • • •

Results Summary Key Themes/Trends Text Comment

13 15 16

Question 3 • • •

Results Summary Key Themes/Trends Text Comment

20 22 23

Question 4 • • •

Results Summary Key Themes/Trends Text Comment

26 28 29

Additional Comments

32

Credits

34 2

Notes on this Material • The cut-off date was Wednesday 30th April 2014 • Total number of contributors from the ‘Voice of Industry’ was 19 • Respondents provided considerable additional ‘comment’ which has been included in this report • The text comments in this report refer to the industry responses. The Practitioner data is additionally shown in graphs only by way of reference and comparison.

• The purpose of the report is to create a discussion document that people can use to create and continue the dialogue at the upcoming symposium on 18th June.

• At this stage therefore no conclusions or findings are to be drawn, other than perhaps those outlined in the trend summaries below, in order that conclusions /summaries might be drawn from the symposium conversations.

3

Contributing Companies Actelion Pharmaceuticals UK

Atkins

BBC

Bausch & Lomb

Church of England

Co-operative

Direct Wines

E.Y.

GlaxoSmithKline

Heathrow

KPMG

Lewisham & Greenwich NHS Trust

Lloyds Banking Group

Network Rail

PwC

Royal Liverpool University Hospitals NHS Trust

TXG

Scott Bader

4

The Future of Executive Coaching – The Voice of Industry Purpose: To capture ‘Industry's’ voice – speaking to how industry informs the coaching standards, how it resonates/compares with the practitioner voice, and to create a conversation about the lessons we can draw about the future of executive coaching in the UK. Background: We are all interested to understand more about how industry (the customer) as well as practitioners see the progression of Coaching over the coming years, hence as part of the APECS FECEPP group, a group was formed to gain an insight on the current voice of the industry such that it can inform our conversations regarding the standards that we might expect from leading edge executive coaching in the future.

This paper aims to report the results of the industry survey and show a comparison of the data between the industry and practitioner results, with a view to the results/trends being used to inform a conversation from which conclusions may be drawn at the APECS symposium on June 18th 2014 Methodology: The survey was completed by one to one telephone interviews with Senior HR professionals from 18 different commercial organisations. The interviews were conducted in the period between March-April 2014. The same core questions of the survey completed by 63 APECS coaches in November 2013 were used in order to be able to compare views more accurately between groups. Verbatim comments were also captured and are represented in the data below.

5

The Future of Executive Coaching – The Voice of Industry Analysis: •

The survey data has been produced to show a comparison of the average ratings for 5 statements that were made in relation to the 4 key questions.

•

The rating bias is shown on the graphs with the following: (3 = Strongly agree, 2 = Agree, 1 = Disagree, 0 = Strongly Disagree)

•

While averages are limited in their interpretation: • an average rating around the 1.0 or less suggests most people disagree with the statement.

• a rating of 2.0 or more suggests that most people at agree with the statement .

• and a figure around 1.5 suggests the statement created debate and people are demonstrating differing opinions around the topic.

•

The strength of response graphs give a more in-depth view of the strength of feeling against each statement.

In this survey in reviewing the results it is worth considering two aspects: • 1. The relative congruence between industry and practitioners in responses as well as • 2. The position of both groups against the appropriate statement

•

6

Q1 "What has driven Executive Coaching to its current state?"

Comparative Average Ratings (3 = Strongly agree, 2 = Agree, 1 = Disagree, 0 = Strongly Disagree)

13.2%

1.1. Executive Coaching has merely followed the wider impetus of coaching generally

1.2. Executive coaching has spawned a lot of popular books, which then stimulate reading and awareness of the idea

1.32 1.52

1.8% 1.68 1.71

1.3. Organisations continue to need new ideas to be able to demonstrate to their executives that they care about getting the best out of them

1.5%

1.4. Many executives have had a positive experience from Executive Coaching and their feedback has stimulated the growth of coaching generally

0.0%

1.5. Executive Coaching reflects our developing appreciation of how personal attention to individuals can make a real difference compared with other methods for getting the best out of people

0.0%

-0.50

% Variation Industry

1.95 1.98

Practitioners

2.42 2.42

2.63 2.63 0.00

0.50

1.00

1.50

2.00

2.50

3.00

7

Strength of Response Q1 Practitioner Views 2

1.1. Executive Coaching has merely followed the wider impetus of coaching generally 1.2. Executive coaching has spawned a lot of popular books, which then stimulate reading and awareness of the idea

31

4

17 36

6 15

4 3 3

Strongly Agree Agree

1.3. Organisations continue to need new ideas to be able to demonstrate to their executives that they care about getting the best out of them

13

35

8

3 3

Disagree Strongly Disagree

1.4. Many executives have had a positive experience from Executive Coaching and their feedback has stimulated the growth of coaching generally

26

1.5. Executive Coaching reflects our developing appreciation of how personal attention to individuals can make a real difference compared with other methods for getting the best out of people

36 39

0%

20%

40%

60%

01 23

01

80%

100%

N/A

Q1 Industry Views 1.1. Executive Coaching has merely followed the wider impetus of coaching generally 1.2. Executive coaching has spawned a lot of popular books, which then stimulate reading and awareness of the idea

0

9

7

1

3

13

3

2

Strongly Agree Agree

1.3. Organisations continue to need new ideas to be able to demonstrate to their executives that they care about getting the best out of them

5

9

4

1

Disagree Strongly Disagree

1.4. Many executives have had a positive experience from Executive Coaching and their feedback has stimulated the growth of coaching generally

9

1.5. Executive Coaching reflects our developing appreciation of how personal attention to individuals can make a real difference compared with other methods for getting the best out of people

9 12

0%

20%

10 7

40%

60%

80%

N/A

0 100%

8

Summary Key Themes / Trends Q1 "What has driven Executive Coaching to its current state?“

Very congruent responses between groups, with a general agreement to the suggestion that executive coaching is currently being driven by positive personal experience and “developing appreciation of the value of personal attention” Interesting to note the slight difference between groups to statement 1.1.

Notable additional comments from industry suggest and reinforce the focus, flexibility and tailoring to needs exec coaching offers. Similarly its cost effective nature and the need for senior execs to have space to think. Interestingly one or two text suggestions re “fashionable” still exist.

9

Text Comment on the Drivers Q1. “What has driven Executive coaching to its current state?�

I think there is a recognition of various types of development and not everyone learns the same way so coaching provides tailored learning for the individual. Coaching is a very efficient way for people to learn.

The complexity of our working environment drives a need for coaching. In senior positions they need people to work with to work out to best add value. Coaching provides real time learning.

Influence of US/Great need for bespoke work with individuals/Media interest/It will become less 'fluffy', more scientifically based/More commercial and business-focused/Move away from remedial to developmental The organisations I've worked in have gone through a lot of change and so people are recycled in their jobs and move forward so coaching can help with this and help to build confidence. people at the top need to prove to people the organisation can do it and coaching helps with this.

Credentialising - an important part of making exec coaching a profession Increasingly coaching is seen as a 'value-add' - no longer remedial or status symbol - a valuable way of developing people Coaching matches what leadership requires today. The unpredictability of the external environment means managers are having to learn as they go and need help to do that.

Coaching fills the gap that exists beyond the line manager's remit in developing their people. How do you make someone go from good to great to exceptional. We see coaching rippling down from the top of the organisation.

As senior managers get to see its benefits their teams want the same.

10

Text Comment on the Drivers Q1 Contd.

“What has driven Executive coaching to its current state?”

Leaders have always needed a sounding board, where they can reflect on their experience in a safe, supported manner. Coaching has emerged as the current label for where this happens.

Providers offering coaching as part of strategic deployment.

Exec coaching will often be offered as part of external training e.g. Leadership.

Exec coaching becomes part of a must-have package for execs - status symbol People have less time so prefer individualised development that can help with specific needs ‘Keeping up with Jones's‘ Gen X & Y and onwards more reflective as a group than earlier generations - they want a space to be able to reflect, it is the zeitgeist.

The falling away of programmes and courses because of budgets and a reluctance to allow time away from work for personal development. Henley used to offer 3-wk development courses as the norm and they were well attended - no longer the case. Exec coaching seen as a quicker more effective way to change/grow/develop people.

It's about if someone has coaching and see change of behaviour and a benefit it encourages others to take it up.

People talk about the coaching they are having and see the benefit, so they ask for it.

It is principally around trying to implement more modern management techniques. A way of executive to experience coaching before they adopt this style with their own staff.

11

Text Comment on the Drivers Q1 Contd. “What has driven Executive coaching to its current state?�

As people move across the country or even globally the idea of coaching tends to cascade out from the central experience. There seems to be more in the press about Executive Coaching and the shift from remedial towards high potential is more apparent One of the key factors is the need to manage in ambiguity and complexity which you cannot provide in a training programme. This has to emerge from the individual leaders in their own context which changes so rapidly training cannot capture that. Another driver is the sheer pressure and stress in being in a middle or top position in an organisation and it cannot feel safe to seek support in the line structure. They need a space for such safe conversations where they can be honest. In sheer levels of business coaching creates a legitimate scope for pause.

The key drivers are that however senior an exec member of the board is that they still require that thinking time and opportunity to talk I think there has been an American influence, and the world has become more global and people are prepared to see wider best practice. some of the ideas generated in the 80s and 90s are now having wider audiences and traction.

People are becoming more aware but more from articles and general press than academic press or reading.

There is something that is fashionable, so there is a trend thing going on. I don't question that it has incredible benefits , but lately it has become more fashionable and therefore it has increased the growth more exponentially, it still feels relatively new in terms of volumes of people doing it.

Key driver is people recognise that developmentally coaching is an extremely powerful tool and HR professionals are exploring blended options and its getting harder to get something to stick without support. A training solution 12

Q2 "What do you see as being the main influences on the use of executive coaching in the coming year or so?"

Comparative average ratings (3 = Strongly agree, 2 = Agree, 1 = Disagree, 0 = Strongly Disagree) 6.0%

2.1. The use of internal coaches will reduce the amount of work for external coaches

1.56 1.66 10.7%

2.2. Since Executive Coaching is a fashion, the rate of growth will reduce

1.00 1.12 -1.8%

2.3. Establishing trusted professional credentials will be important in maintaining the growth of Executive Coaching

2.32 2.28

2.4. Buying methods for Executive coaching will continue to rely on 'informal' methods as 'formal' methods still have difficulties in being established

9.8%

2.5. The economic situation means organisations will remain reluctant to spend on what they see as a luxury or an investment in future benefits

12.2%

2.6. There will be continued growth as more organisations recognise the benefits they derive from Executive Coaching

% Variation Industry Practitioners

1.47 1.63

1.37 1.56 -11.1% 2.00 1.80 -0.50

0.00

0.50

1.00

1.50

2.00

2.50

13

Strength of Response Q2 Practitioner Views 2.1. The use of internal coaches will reduce the amount of work for external coaches

9

2.2. Since Executive Coaching is a fashion, the rate of growth will reduce 0 2.3. Establishing trusted professional credentials will be important in maintaining the growth of Executive Coaching 2.4. Buying methods for Executive coaching will continue to rely on 'informal' methods as 'formal' methods still have difficulties in being established 2.5. The economic situation means organisations will remain reluctant to spend on what they see as a luxury or an investment in future benefits 2.6. There will be continued growth as more organisations recognise the benefits they derive from Executive Coaching

25

24

16

31

34 25

9 29

5

2 6 10

31

19

41

Strongly Agree Agree Disagree Strongly Disagree

3

34 6

18 35

0%

20%

6 1 18

40%

60%

N/A

01

80%

100%

Q2 Industry Views 2.1. The use of internal coaches will reduce the amount of work for external coaches

1

9

7

2.2. Since Executive Coaching is a fashion, the rate of growth will reduce 0 2 2.3. Establishing trusted professional credentials will be important in maintaining the growth of Executive Coaching 2.4. Buying methods for Executive coaching will continue to rely on 'informal' methods as 'formal' methods still have difficulties in being established 2.5. The economic situation means organisations will remain reluctant to spend on what they see as a luxury or an investment in future benefits 2.6. There will be continued growth as more organisations recognise the benefits they derive from Executive Coaching

15 7

01 1 1

11

1

8

Strongly Agree

10 9

Agree Disagree

01

Strongly Disagree

1

6

11

3 0%

01

13 20%

40%

3 60%

80%

N/A

0 100%

14

Summary Key Themes / Trends Q2 “What do you see as being the main influences on the use of executive coaching in the coming year or so?”

There was strong agreement from both groups with statement 2.3 establishing professional credentials, and while both positive, it is interesting to note that industry is perhaps a little more optimistic about the continued growth of executive coaching in 2.6.

Of particular note here is the differences in opinion that exist, both between practitioners and industry and in relation to the topics of 2.1, 2.4, and 2.5. with no clearly aligned view here.

Text comments are wide based, including highlighting the ongoing debate of internal coach growth and the impact on external coaches. More sophisticated buying, and seeing exec coaching as a sophisticated buy! One or two comments on the role of team coaching expanding coaching’s reach.

15

Text Comment on the Drivers Q2 “What will happen to Executive coaching in the short term?�

I think it's about being wise about how to use it rather than a growth. I also think it's more about the results than the credentials. We will still use external coaches - that need will always be there, but we are busy growing our internal coaching offering at the same time. We have got to see value money and so there will be more focus on the results.

Budget - available spend The increased amount of change Flexibility of coaching - can be customised The more people have it, the more its momentum will spread In London and the South East has so many networks and so people to talk to one another and see what people are doing and what has worked and is of benefit. If we hear other people are doing coaching we want to give it a go too as we hear about the benefits.

Point 5, she disagrees that it is a fashion, but thinks rate of growth will reduce because of internal coaching Budget is a major influence. EY have rigorous selection method throughout company - a formal process (point 3) Buyers of coaching will become more sophisticated. We should be demanding accreditation and be much crisper at identifying good and bad work.

We have just accredited 11 internal coaches who will be working with the middle management bands.

16

Text Comment on the Drivers Q2 Contd. “What will happen to Executive coaching in the short term?�

As more people experience the value of effective coaching so its momentum will increase.

There is strong pull for internal staff to acquire coaching credentials although in some instances this is in pursuit of their personal agenda to exit and become a coach!"

Change in strategy will always need coaching Internal coaching is fine for mentoring but there will always be space for external coaching Trust issue, conflict issues make external coaching necessary for senior execs Economy plays a major part Exec coaching is not a fashion - factors such as the economy, the quality of coaching, play role Both external and internal coaching will continue to grow Organisations are starting to divide - those who cut coaching in times of difficulty and those who invest in coaching Biggest change in coaching today is whether or not it is bought by procurement - who are looking not at quality but simply price. Leading to intrinsic choice in industry - do we dumb down?

Accreditation problematic (Apecs is one of good guys) - coaches going through hoops and paying money but no real guide to whether or not they are good coaches Neuroscience is new area of curiosity Internal coaching will pass but will grow and replace some exec coaching for next few years There will be a growing understanding that leaders need more help. The increased complexity of being a leader in an ambiguous world means they need more help.

More junior people are aware of coaching as they come up through the org - in some universities they are already coached and mentored, so they want to be taught by coaching rather than training.

17

Text Comment on the Drivers Q2 Contd. “What will happen to Executive coaching in the short term?�

We are becoming more sophisticated as an organisation, we are growing and as we are, we have seen the benefits and so executives think 'I would like to access this'.

It will be about people getting experience of coaching and by having personal experience are more informed about how their organisation will benefit from coaching. So, information gathering - 'what can this do for us?'

There is a reluctance to spend at the present although not as a result of seeing the intervention as a luxury.

The rate of change in the economic climate is making it more demanding for executives who have to deal with this massive change and are looking for more support.

The growth of team coaching will increase the growth of coaching which may spawn more uptake of one to one coaching.

The influences are twofold Exec coaching the team Exec coaching in terms of short medium or long term strategy. If a senior director does not have time to think then strategy will not be thought through, so the coach will have a number of roles including coach the ideas from the exec, and have the valuable time, and value that time, to consider the option in some companies the growth of internal will stifle external, hence this is dependent on the size and growth of the organisation.

18

Text Comment on the Drivers Q2 Contd. “What will happen to Executive coaching in the short term?�

Money will be an influence - budget restrictions particularly for public service companies. General profitability seems to be lower so there is perhaps a negative influence, currently and it will take time for this to turn round.. I wonder whether it is in its fashionable phase. ?

I don't think the most senior level are as comfortable talking to people at a lower level, organisational politics would get in the way The growth in exec coaching will mean there will be more done internally but the demand will still be enough to support external coaching

19

Q3. "What do you see as the future of Executive coaching?"

Comparative Average Ratings (3 = Strongly agree, 2 = Agree, 1 = Disagree, 0 = Strongly Disagree) -0.50

3.5. It will develop into a legitimate profession with a corresponding body of knowledge and expertise

1.00

1.50

2.00

2.50

1.84 1.86 7.2%

3.2. It will become a small, niche, activity, for special use in those organisations which appreciate the value of Executive Coaching in bringing the best out of their people

3.4. It will disappear as line managers will take it over as a routine part of their role

0.50

1.1%

3.1. Most organisations will eventually adopt Executive Coaching as part of business as usual

3.3. It will become something that HR or L&D professionals take over and do as part of their role

0.00

1.42 1.53 % Variation

-8.4%

Industry

1.16 1.07

Practitioners

19.0% 0.68 0.84 6.1% 2.00 2.13

20

Strength of Response Q3 Practitioner Views 3.1. Most organisations will eventually adopt Executive Coaching as part of business as usual

6

3.2. It will become a small, niche, activity, for special use in those organisations which appreciate the value of Executive Coaching in bringing the best out of their people

6

39

14

24

02

26

4 2

Strongly Agree Agree

3.3. It will become something that HR or L&D professionals take over and do as part of 0 their role

12

41

3.4. It will disappear as line managers will take it over as a routine part of their role 03

8 1

43

12

2

Disagree Strongly Disagree N/A

3.5. It will develop into a legitimate profession with a corresponding body of knowledge and expertise

14 0%

35 20%

40%

7 03 60%

80%

100%

Q3 Industry Views 3.1. Most organisations will eventually adopt Executive Coaching as part of business as usual

1

3.2. It will become a small, niche, activity, for special use in those organisations which appreciate the value of Executive Coaching in bringing the best out of their people

1

14

4

6

0

12

0

Strongly Agree Agree

3.3. It will become something that HR or L&D professionals take over and do as part of 0 their role

3

16

3.4. It will disappear as line managers will take it over as a routine part of their role 0

13

0 5

1

Disagree Strongly Disagree N/A

3.5. It will develop into a legitimate profession with a corresponding body of knowledge and expertise

2 0%

15 20%

40%

2 0 60%

80%

100%

21

Summary Key Themes / Trends Q3. "What do you see as the future of Executive coaching?“

Over the medium to long term - Quite strong agreement that most organisations will adopt EC as business as usual ( 3.1) and strong agreement on its development into a legitimate profession (3.5.)

Again strong disagreement that EC will disappear in favour of internal – 3.3, and interestingly industry rather more strongly of this view than practitioners.

Text notes include suggestions for greater emphasis on the need for standards and credentials, and also the onward integration of the principle of coaching into organisations and l&d practices, with a suggestion of larger organisations leading the way. Also greater evidence in these responses of the expectation of more internal coaches but a shared continued requirement/need for both internal and external coaches in the future.

22

Text Comment on the Drivers Q3 “What do you see as the longer term future of Executive Coaching?�

Specialisms will increase and be needed There will be a hierarchy of coaching – e.g.. Premier League - and rates will vary accordingly Published writers will benefit It forms from other programmes of development e.g. leadership development and coaching is part of that and people ask for it. People hear about and it and want to know more.

Point 4 - it will become a niche activity for top end, most senior people It is ""bloody hard"" to be a great coach and we should have no tolerance for the mediocre.

We will be more focused on where we use coaching.

It will be necessary to ring fence a professional standard for business coaching - life coaching is a separate profession."

I think we will get to an intermediate position where some accreditation is required but the industry is not regulated.

We will have an internal panel of coaches but will still call in external resources for particular needs.

It may not become a full profession but the opportunity is for coaches to get better at what they do through supervision and CPD. Managers will become more 'coach-like' but they won't be able to meet all the coaching needs of individuals - the independence of an external coach is significant. We are trying to develop a coaching culture and our experience is that even if we train our HR Business Partners as coaches, some of them simply won't be able to do it beyond the basic level. Team coaching will grow in importance. It is a huge opportunity to add value.

23

Text Comment on the Drivers Q3 contd. “What do you see as the longer term future of Executive Coaching?�

Exec coaching will be seen as part of change agent-but still seen as 'soft skill' - a 'nice to have Professionalisation Accreditation bodies will come together as one and will allow individual styles of coaching - that will add to their legitimacy Executive coaching will remain, but other fashions e.g. mentoring will come along It will change a lot. Business and key individuals will demand added value - e.g. a guarantee that it will make a difference - or pay on results. People won't pay money for acts of faith. Maybe there will be a basic fee plus an incentivising fee that will come with results. There will be more pressure on coaches to be good and get results - to prove they will add value. Measurement still a problem - 360s effective but expensive.

Will become more widespread and part of the L&D of any organisation. One of things people will pick - one of the menu from the L&D list - that people will be able to pick from.

It probably will develop as a profession in it's own right.

There is an issue about organisations getting more savvy about behaviour - so how things are done, not just the job is done. Individual behaviours are very important - a powerful way to deal with behaviour is through coaching.

24

Text Comment on the Drivers Q3 contd. “What do you see as the longer term future of Executive Coaching?�

Not sure the second or third question will define the way exec coaching will develop. The trajectory for coaching has become much more integrated into wider programmes, lean business processes. It will have a way of becoming embedded into other organisational processes. This may not necessarily make a profession.

There is a difference in having professional exec coaches and having the skill sets within the organisation.

Coaching is not just one thing but is made up of lots of things - had lots of different faces in different organisation.

This can be seen as consulting, mentoring, or other elements in organisation The future is following the lead from the bigger companies. There is a role for both exec coaches and internal coaching support.

I do see managers becoming more expert and this could reduce the amount of coaching, on the other hand there is still a need for particular coaching need at senior levels. The skills levels of managers have moved on than they were.

Senior L& D professionals already do some so would not improve on that It needs to be more robust and challenging in terms of its delivery. Few people really challenge and this will become more of a requirement going forward.

Not at exec level . Hope to agree that it would become business as usual subject to financial constraints, not an in principle disagreement to it being a good activity In the longer term the demand will hold up externally but there will be more in house professionals involved - who will do middle and senior managers 25

Q4. What do you see as being the main future pattern of outcomes from Executive Coaching?

Comparative Average ratings (3 = Strongly agree, 2 = Agree, 1 = Disagree, 0 = Strongly Disagree)

4.1. Executive Coaching will not grow into a professional, and predictable service

-9.0% 1.21 1.11

9.0%

4.2. Executive coaching will work in the right circumstances, but these will continue to be difficult to predict

1.42 1.56

4.3. Executive Coaching will still be too difficult to get right on a routine basis

Industry

1.16 1.30

Practitioners

8.7%

4.4. Confidence in Executive Coaching will grow - but slowly - it will continue to be difficult in places

4.5. Confidence about getting Executive Coaching right will go from strength to strength

% Variation

10.8%

1.89 2.07

-9.2% 1.89 1.73 -0.50

0.00

0.50

1.00

1.50

2.00

2.50

26

Strength of Response Q4 Practitioner Views 4.1. Executive Coaching will not grow into a professional, and predictable service 0

12

37

4.2. Executive coaching will work in the right circumstances, but these will continue to 1 be difficult to predict

6

29

23

1

Strongly Agree Agree

4.3. Executive Coaching will still be too difficult to get right on a routine basis 0

17

4.4. Confidence in Executive Coaching will grow - but slowly - it will continue to be difficult in places

35

7

1

48

30

Disagree Strongly Disagree N/A

4.5. Confidence about getting Executive Coaching right will go from strength to strength

3

32

0%

20%

15

40%

60%

80%

1 100%

Q4 Industry Views 4.1. Executive Coaching will not grow into a professional, and predictable service 0 4.2. Executive coaching will work in the right circumstances, but these will continue to be difficult to predict

5 2

13 4

1 13

0

Strongly Agree Agree

4.3. Executive Coaching will still be too difficult to get right on a routine basis 0 4.4. Confidence in Executive Coaching will grow - but slowly - it will continue to be difficult in places

3

16

3

0

11

5

0

Disagree Strongly Disagree N/A

4.5. Confidence about getting Executive Coaching right will go from strength to 0 strength

0%

17 20%

40%

2 0 60%

80%

100%

27

Summary Key Themes / Trends Q4. What do you see as being the main future pattern of outcomes from Executive Coaching?

While some statements support earlier observations, again of note here is the reasonably strong agreement that confidence in coaching will grow, though it may be “difficult in places”, (4.4) and similarly about “getting it right!”(4.5) Again interesting to note that industry is perhaps more positive about the future than practitioners!

Also worth noting that these answers are not showing a clear alignment of views and suggest significant differences of opinion around outcome.

Text comments highlight a broad reach of points including the less predictable nature of the outcomes, and also some comments on the impact of lack of predictable standards in coaching. This question seemed to find more challenging to answer and produced more variable answers.

28

Text Comment on the Drivers Q4 “ How will the outcomes of Executive Coaching be viewed?�

Confidentiality will become more of a problem (internal) Confidence in coaching will grow only if people shout about it If it is successful - it will grow. The outcomes can be different - some may be personal and therefore and are confidential. It's difficult to measure outcomes directly. It may be a small difference but that makes a huge difference to an individual. How do we measure how it makes a difference ultimately to patient care?

Exec coaching will have a stronger link with strategy - because of working with senior execs Coaching will be an integral part of our annual plan, there will be less ad-hoc engagement and we will know our coaches better than we do today. We will do this by exposing their work more and through better feedback from their coachees. The need for coaching will evolve, more maintenance post an intervention, this will be tailored and specific.

Coaching will remain an inherently risky activity. Can do it on a 'best endeavours' basis but there will still be situations where you don't get a return on the investment.

Exec coaching will never be 'predictable' Coaching still sometimes seen as remedial instead of a positive thing Hard to prove benefits of coaching - how can it be measured

29

Text Comment on the Drivers Q4 Contd. “ How will the outcomes of Executive Coaching be viewed?�

More professional

More supported by external frameworks

Hope they will stop talking about ROI - impossible to measure success of coaching through this means Anti additional payments e.g. bonus, on results - coaches are paid a good fee for their service, and that service should mean success, therefore no extra payment necessary Coaching will have to change its spots. Could disappear altogether and reform. Leaders will become more prepared to give things away, to share knowledge with others in different industries, or with juniors. Leaders will configure teams, less 'hero-leader', more collaborative, so coaching teams will play larger part. Technology will also have impact with more video links etc.

It is about mitigating risk. So people are literate in the behaviours in their organisation and coaching helps with all of this.

Emotional intelligence and relationships which are key to the business may start to be part of the outcome. Difficult as empathy is more of an intangible. The outcome of it will be tangible however as the quality of the business relationship - we measure the relationship outcome and the impact on the business.

To a significant degree the outcomes seem to concern the coaches most rather than industry Generally industry tends to take the standards of coaching for granted. There is a balance to be struck between the standards required and those affecting the relationship.

As we get more sophisticated in purchasing our demand for ethics in practice and standards will increase but this is being driven by the HR and L&D community.

30

Text Comment on the Drivers Q4 Contd. “ How will the outcomes of Executive Coaching be viewed?�

Exec change has changed and becomes more innovative but it will still be relationship based, and the best coaches will be those who can talk or activities that promote peoples best thinking and highlight areas of strength and weakness. If I can get my MD to talk about his people and company for an hour that would be a good result!

I think it is a reputational thing, and it depends on an organisation having a good system or process in place, if you have a good supplier base that you have checked out and you trust which match the ethics of the organisation and this is matched with a good process that makes good matches then I don't see why it cannot thrive. it is when people don't go into it knowing what they are doing and use it as a substitute for managing for themselves there are problems. not getting the challenge is this the right intervention with 3 cornered contracts. If good practice is going on it has every chance of flying . For those who have never tried it before. manage expectations - it might be uncomfortable.

Professional yes but not necessarily predictable.

31

Additional Comments

I think a lot of people like the idea of coaching and receiving it - especially a manager who has that as part of their skill set - but I think we all under estimate that takes practice and effort to really employ those skills. So to hone those and get good at it takes effort and feedback, so in reality there is a gap and a need for external coaches to fulfil that need.

ROI needed Training and development for exec coaches - industry needs to do due diligence around this, and around supervision Barriers to entry for coaches too low Something only has a future if they really understand it and know what it does.

People might think there is something wrong with them if they are not fully informed about coaching.

The sooner we can agree 1 or 2 recognised qualifications across the industry, the better it will be.

Supervision is important, CPD ditto. Team coaching will grow.

There will always be a place for Executive Coaching. Supervision is valuable but its effect can be over-played.

The coaching industry could help by making things clearer for the practitioners by identifying what is good and what is bad. Quality of training remains important and setting standards for accreditation counts for a lot too.

32

Additional Comments

There is confusion around the terms Business/executive/corporate coaching, would be good to resolve Also around the term 'supervision/supervisors' - some in orgs think that supervisors are 'top' coaches Need to clean up industry - to stand up for quality and speak out against rogue elements or unscrupulous behaviour among coaches" I feel as though I need to get a handle on how we do coaching here and as someone who commissions coaching to have more rigour and structure about it. At the moment it is ad hoc. It is growing as a profession and we need to think about how we can be more professional about we how we go about commissioning coaching.

If we want to be shaping the profession then we cant do it with multiple professional bodies to get a coherent position Its all about the relationship - may be a bit old school but where there is a good relationship and the MD is taking time out to consider the business and his/her team that is a very useful result. With good practice there are definite roles for both the HR professional and the external coach, but it does depend on the philosophy of the leader being open to the idea.

I do coach internally, but I do hope that it gets a little more regulated in some way or another, don't know the answer, - there is bad practice.

We have had to clear out coaches operating with bad practice. not understanding our process. Strong personality coaches can become a crutch for some execs.

The idea of external brokerage can be unnecessary practice if you have capability within organisation.

33

CREDITS • The following people helped create this report for which many thanks for all their help and contribution : • • • •

Chris Rew – The Parallax Partnership Emma Sedgwick - Sedgwick Coaching Sarah Snape - Amazon Business Consulting Simon Bennett - Simon Bennett Coaching

• Also all the ‘Industry’ contributors for their invaluable comments and views

34